project implementation control

8/4/2019 Project Implementation Control

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Copyright Wondershare Software

Project Implementation andProject Implementation and

ControlControl

Presented by:


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INTRODUCTIONINTRODUCTION

BackgroundBackground Any real project is very complex. Many of

the issues of project management are too

difficult to be solved.

This paper presents a structured approach

for execution, monitoring and control of

project activities at operational level.

Many technologies and methods are

developed for successful monitoring and

control to lead the project to success.


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Setting up an efficient control system

the efficient management framework

including :

a. Reporting structure

b. Assessing progress

c. Communication system


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PROJECT EXECUTION PROCESSPROJECT EXECUTION PROCESS


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CLASSIFICATION AND PRIORITIZATIONCLASSIFICATION AND PRIORITIZATION

Some of the characteristics of activities are as follows:

y Effect on other activities

y Technology Content and Quality Requirement

y Requirement of Coordination

y Coordination with External Agencies

C = c1w1+ c2w2 + c3w3+c4w4

C= criticality index of activity

c1, c2, c3, c4 are rating of activity on different process characteristics

W1 ,w2 , w3 , w4 are weights assigned to thesecharacteristics.


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PrePre--Review for Activity ExecutionReview for Activity Execution

Index to determine the level of readiness

for executing an activity can be expressed

as under.

R = r1w1+ r2w2 + r3w3+ r4w4

Where R is readiness index for executing an

activity, r1, r2, r3 and r4 are rating of

current preparation level for executing an

activity on different parameters and w1,

w2, w3 and w4 are corresponding weights

assigned to these parameters.


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PLAN, ISSUES, AND DECISIONSPLAN, ISSUES, AND DECISIONS

DESIGN

METHODOLOGY INPUT

TIME SCHEDULE

PLAN


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PLAN, ISSUES, DECISIONSPLAN, ISSUES, DECISIONS


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PLAN, ISSUES, AND DECISIONSPLAN, ISSUES, AND DECISIONS


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DECISION MAKING FOR ACTIVITYDECISION MAKING FOR ACTIVITY

EXECUTIONEXECUTION

According to Siomn (1960), the decision makingprocess consists of 3 phases :

1. Intelligence Phase2. Design Phase

3. Choice Phase


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STRUCTURED DOCUMENTATIONSTRUCTURED DOCUMENTATION


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STRUCTURED DOCUMENTATIONSTRUCTURED DOCUMENTATION


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Time and cost monitor and control

1. Ranking the priority of monitoring

- rank the activity

- monitoring the activities with no free

float remaining

- monitoring the activities with less

than a specified float

- monitoring high risky activities

-monitoring the activities using critical

resources


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2. Method of time control

- CPM

avoids delay or can shorten the time

activitiesa. increasing resource levels

b. improving resource efficiency

c. shorten critical path timescales tobring a project back on target


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- Non delay approach

adjusts various resources when urgency burstinto the activity on the critical path.

- Precedence requirementScheduling the activities based on the

availability of the process.

- Optimal timing

determine the optimal frequency of the

monitoring and reviewing to different


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- Crashing

minimization of the pessimistic time estimate

in PERT (Program Evaluation and Review

Technique) networks by investing additional

amounts of money in the activities on the

critical path.


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3. Methods of cost control

To control these cost, managers should first setup a cost control system to:

a) Allocate responsibilities for administration

and analysis of financial data

b) Ensure all costs are properly allocated

against project codes

c) Ensure all costs are genuinely in pursuit of

project activities

d) Ensure contractors payments areauthorized

e) Check that other projects are not using

the budget


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4. Change monitor and control

An effective change control system should beestablished to ensure change procedure is

clear and unambiguous and easy for employee

to request a change


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Special case ofSpecial case of A Performance Measurement View of ITA Performance Measurement View of IT

Project ManagementProject Management

`The MCDA-C is a development of themulticriteria decision aiding methodology(MCDA), as a way to give support to decisionmakers in complex, conflicting, uncertaincontexts, where the decision makers want toimprove their understanding of the situation(Ensslin et al., in press).

`This methodology enables the organization to

improve its decisions process and choose theprojects that contribute most to theorganizations success.


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Construction of the multicriteria

model - procedures

Fig 1. The MCDAFig 1. The MCDA--C decision aiding phasesC decision aiding phases


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Multicriteria model of projectMulticriteria model of project

evaluationevaluation

Step 1 : Contextualization

Step 2 : Hierarchical structure of value

Step 3 : Construction of descriptors

Step 4 : independence analysis

Step 5 : Construction of values functions

and indentification of conversion rates Step 6 : Identification of impact profile of

alternatives

Step 7 : Sensitivity analysis


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ConclusionConclusion

A successful project can be predicted by :

Criticality and Readiness index of each

activity for selective monitoring and control Recognize and rank the important factors

affecting time and budget target.

Use MCDA-C software

project implementation control

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